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  • BUILD 2013 - Microsoft Set to Unveil It&rsquo;s Reinvention

    - by D'Arcy Lussier
    Originally posted on: http://geekswithblogs.net/dlussier/archive/2013/06/24/153211.aspxSome thoughts as we head into BUILD this week… This week in San Francisco Microsoft will be hosting the BUILD conference. They’ll be talking up Windows 8.1 (Windows Blue), more Azure, some Windows Phone, XBox, Office 365… actually, they told us on the original BUILD announcement site what we’d be seeing:           While looking at this, consider a recent article from The Verge that talks about the speculation of a huge shake up at Microsoft . From the article: All Things D quotes one insider as saying they're "titanic" changes, noting they might be attached to Ballmer's legacy at the company. "It’s the first time in a long time that it feels like that there will be some major shifts, including some departures," says the alleged insider. Considering Ballmer let Sinofsky go right after the Windows 8 launch, the idea of Microsoft cutting loose some executives doesn’t seem to be big news. But the next piece of the article frames things more interestingly: Ballmer is reportedly considering a new structure that would create four separate divisions: enterprise business, hardware, applications and services, and an operating systems group. This statement got me thinking…what would this new structure look like? Below is one possibility: At a recent (this year or last year, I can’t recall which) Microsoft shareholder’s meeting, Ballmer made the statement that Microsoft is now a products and services company. At the time I don’t think I really let that statement sink in. Partially because I really liked the Microsoft of my professional youth – the one that was a software and platform company. In Canada, Microsoft has been pushing three platform areas: Lync, Azure, and SQL Server. I would expect those to change moving forward as Microsoft continues to look for Partners that will help them increase their Services revenue through solutions that incorporate/are based on Azure, Office 365, Lync, and Dynamics. I also wonder if we’re not seeing a culling of partners through changes to the Microsoft Partner Program. In addition to the changing certification requirements that align more to Microsoft’s goals (i.e. There is no desktop development based MCSD, only Windows 8 Store Apps), competencies that partners can qualify for are being merged, requirements changed, and licenses provided reduced. Ballmer warned as much at the last WPC though that they were looking for partners who were “all in” with Microsoft, and these programs seem to support that sentiment. Heading into BUILD this week, I’ll be looking to answer one question – what does it mean to be a Microsoft developer here in the 2010’s? What is the future of the Microsoft development platform? Sure, Visual Studio is still alive and well and Microsoft realizes that there’s a huge install base of .NET developers actively working on solutions. But they’ve ratcheted down the messaging around their development stack and instead focussed on promoting development for their platforms and services. Last year at BUILD with the release of Windows 8, Microsoft just breached the walls of its cocoon. After this BUILD and the organizational change announcements in July, we’ll see what Microsoft looks like fully emerged from its metamorphosis.

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  • Stackify Aims to Put More ‘Dev’ in ‘DevOps’

    - by Matt Watson
    Originally published on VisualStudioMagazine.com on 8/22/2012 by Keith Ward.The Kansas City-based startup wants to make it easier for developers to examine the network stack and find problems in code.The first part of “DevOps” is “Dev”. But according to Matt Watson, Devs aren’t connected enough with Ops, and it’s time that changed.He founded the startup company Stackify earlier this year to do something about it. Stackify gives developers unprecedented access to the IT side of the equation, Watson says, without putting additional burden on the system and network administrators who ultimately ensure the health of the environment.“We need a product designed for developers, with the goal of getting them more involved in operations and app support. Now, there’s next to nothing designed for developers,” Watson says. Stackify allows developers to search the network stack to troubleshoot problems in their software that might otherwise take days of coordination between development and IT teams to solve.Stackify allows developers to search log files, configuration files, databases and other infrastructure to locate errors. A key to this is that the developers are normally granted read-only access, soothing admin fears that developers will upload bad code to their servers.Implementation starts with data collection on the servers. Among the information gleaned is application discovery, server monitoring, file access, and other data collection, according to Stackify’s Web site. Watson confirmed that Stackify works seamlessly with virtualized environments as well.Although the data collection software must be installed on Windows servers, it can monitor both Windows and Linux servers. Once collection’s finished, developers have the kind of information they need, without causing heartburn for the IT staff.Stackify is a 100 percent cloud-based service. The company uses Windows Azure for hosting, a decision Watson’s happy with. With Azure, he says, “It’s nice to have all the dev tools like cache and table storage.” Although there have been a few glitches here and there with the service, it’s run very smoothly for the most part, he adds.Stackify is currently in a closed beta, with a public release scheduled for October. Watson says that pricing is expected to be $25 per month, per server, with volume discounts available. He adds that the target audience is companies with at least five developers.Watson founded Stackify after selling his last company, VinSolutions, to AutoTrader.com for “close to $150 million”, according to press accounts. Watson has since  founded the Watson Technology Group, which focuses on angel investing.About the Author: Keith Ward is the editor in chief of Visual Studio Magazine.

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  • AJI Report Talks With Matt Watson About Stackify

    - by Jeff Julian
    Matt Watson of Stackify sits down with us at HDC to talk about what Stackify offers for developers who need the ability to get access to their production systems for diagnostics. Matt discusses why it is important to have good tools to gain visibility into their applications and some great examples of why he started Stackify after selling his first software company. Matt has been a blogger on Geekswithblogs.net since day one and we were excited to sit down with him to talk about what his new company will be offering developers who interact with production systems.   Listen to the Show   Site: http://stackify.com Twitter: @MattWatson81 Blog: http://geekswithblogs.net/mwatson/

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  • Best development architecture for a small team of programmers

    - by Tio
    Hi all.. I'm in the first month of work in a new company.. and after I met the two programmer's and asked how things are organized in terms of projects inside the company, they simply shrug their shoulders, and said that nothing is organized.. I think my jaw hit the ground that same time.. ( I know some, of you think I should quit, but I'm on a privileged position, I'm the most experienced there, so there's room for me to grow inside the company, and I'm taking the high road ).. So I talked to the IT guy, and one of the programmers, and maybe this week I'm going to get a server all to myself to start organizing things. I've used various architectures in my previous work experiences, on one I was developing in a server on the network ( no source control of course ).. another experience I had was developing in my local computer, with no server on the network, just source control. And at home, I have a mix of the two, everything I code is on a server on the network, and I have those folders under source control, and I also have a no-ip account configured on that server so I can access it everywhere and I can show the clients anything. For me I think this last solution ( the one I have at home ) is the best: Network server with LAMP stack. The server as a public IP so we can access it by domain name. And use subdomains for each project. Everybody works directly on the network server. I think the problem arises, when two or more people want to work on the same project, in this case the only way to do this is by using source control and local repositories, this is great, but I think this turns development a lot more complicated. In the example I gave, to make a change to the code, I would simply need to open the file in my favorite editor, make the change, alter the database, check in the changes into source control and presto all done. Using local repositories, I would have to get the latest version, run the scripts on the local database to update it, alter the file, alter the database, check in the changes to the network server, update the database on the network server, see if everything is running well on the network server, and presto all done, to me this seems overcomplicated for a change on a simple php page. I could share the database for the local development and for the network server, that sure would help. Maybe the best way to do this is just simply: Network server with LAMP stack ( test server so to speak ), public server accessible trough the web. LAMP stack on every developer computer ( minus the database ) We develop locally, test, then check in the changes into the server test and presto. What do you think? Maybe I should start doing this at home.. Thanks and best regards...

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  • Scrum for a single programmer?

    - by Rob Perkins
    I'm billed as the "Windows Expert" in my very small company, which consists of myself, a mechanical engineer working in a sales and training role, and the company's president, working in a design, development, and support role. My role is equally as general, but primarily I design and implement whatever programming on our product needs to get done in order for our stuff to run on whichever versions of Windows are current. I just finished watching a high-level overview of the Scrum paradigm, given in a webcast. My question is: Is it worth my time to learn more about this approach to product development, given that my development work items are usually given at a very high level, such as "internationalize and localize the product". If it is, how would you suggest adapting Scrum for the use of just one programmer? What tools, cloud-based or otherwise, would be useful to that end? If it is not, what approach would you suggest for a single programmer to organize his efforts from day to day? (Perhaps the question reduces to that simple question.)

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  • Panduit Delivers on the Digital Business Promise

    - by Kellsey Ruppel
    How a 60-Year-Old Company Transformed into a Modern Digital BusinessConnecting with audiences through a robust online experience across multiple channels and devices is a nonnegotiable requirement in today’s digital world. Companies need a digital platform that helps them create, manage, and integrate processes, content, analytics, and more.Panduit, a company founded nearly 60 years ago, needed to simplify and modernize its enterprise application and infrastructure to position itself for long-term growth. Learn how it transformed into a digital business using Oracle WebCenter and Oracle Business Process Management. Join this webcast for an in-depth look at how these Oracle technologies helped Panduit: Increase self-service activity on their portal by 75% Improve number and quality of sales leads through increased customer interactions and registration over the web and mobile Create multichannel self-service interactions and content-enabled business processes Register now for this webcast. Register Now Presented by:Andy KershawSenior Director, Oracle WebCenter, Oracle BPM and Oracle Social Network Product Management, OracleVidya IyerIT Delivery Manager, PanduitPatrick GarciaIT Solutions Architect, Panduit Copyright © 2014, Oracle Corporation and/or its affiliates.All rights reserved. Contact Us | Legal Notices and Terms of Use | Privacy Statement

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  • GrapeCity &amp; ComponentOne Merger

    - by Jim Duffy
    Big news in the software component industry today… my good friends over at GrapeCity have unofficially announced (official announcement is tomorrow June 11, 2012) that they have acquired ComponentOne and will be merging the two companies. Yes, the people who bring you Spread.Net and ActiveReports have merged with one of the market’s leading developer component vendors and will continue to do business under the ComponentOne brand. I think this move will propel the company to new heights in the component market and I look forward to working with them as they continue being an industry leader. Congratulations guys! UPDATE: Additional information available here: http://our.componentone.com/2012/06/06/thenewcomponentone/. The new company will be called ComponentOne, a Division of GrapeCity.

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  • HR According to Batman

    - by D'Arcy Lussier
    Any idea who that guy is running alongside the Caped Crusader? That’s Nightwing, but you may know him as Robin…well, the first Robin anyway. There were actually like 5 Robin’s according to Wikipedia: Dick Grayson, the original, who’s parents were circus performers killed by a gangster. Jason Todd, who was caught trying to steal tires off of the Batmobile. Tim Drake, who saw Dick’s parents die and figured out who Batman and Robin were. and a few others that get into recent time travel/altered reality storylines. What does this have to do with HR? Well, it somewhat ties in with an article by Alex Papadimoulis from 2008. In the article he talks about the “Cravath System”. The Craveth system was developed by a law firm called Cravath, Swaine & Moore back in the 19th century. In a nutshell, they believed in hiring the best and brightest straight out of school. These aspiring lawyers would then begin a fight for survival in the firm, with the strong surviving. In what’s termed the “Up and Out” rule, employees needed to be promoted within 3 years or leave the company. They should achieve partner within 7 – 8 years and no later than 10 after initially coming on board (read all about the system on Wikipedia here). Back to Alex’s article, he quotes from a book published in 1947 about the lawfirm: Under the “Cravath system” of taking a substantial number of men annually and keeping a current constantly moving up in the office, and its philosophy of tenure, men are constantly leaving… it is often difficult to keep the best men long enough to determine whether they shall be made partners, for Cravath-trained men are always in demand, usually at premium salaries. And so we see a pattern forming here: 1. Hire a whole whack of smart college graduates 2. Put them to work 3. The ones that stick around should move up the ladder. The ones that don’t stick around served the company well and left to expound the quality of the Cravath firm. Those that didn’t fall into either of those categories were just let go. There’s some interesting undercurrents to these ideas. If you stick around, you better keep your feet moving! I was at a Microsoft shindig a few months back, and was talking to a Microsoft employee. He shared that at MS you have 5 years to achieve a “senior” position within the company. Once you hit that mark, you can stay there for the rest of your career (he told about a guy who’s a “senior” developer and has been for the last 20+ years working on audio drivers for Windows), but you *must* hit that mark within the timeframe. What we see with Microsoft is Cravath’s system in action, whether intentional or not: bring in smart young people and see which ones stick. You need to give people something to work towards. Saying “You must reach this level or else!” is one way to look at it. The other way is to see achieving a higher rank in the organization as something for ambitious employees to reach towards. It’s important for an organization to always have the next generation of executives waiting in the wings, and unless you’re encouraging that early on you may find yourself in a position of needing to fill positions that nobody has been working towards. Now, you might suggest that this isn’t that big of a deal because you could just hire someone from outside the organization, but the Cravath system holds to the tenet of promoting internally; develop your own talent, since your business is the best place for the future leadership to learn teh business from. It’s OK for people to quit. Alex’s article really drives this point home, but its worth noting here also: its OK for your people to quit. In fact its inevitable…and more inevitable that it’ll be good people that leave. Some will stay and work towards the internal awards of promotion, but a number will get experience, serve the organization well, and then move on to something else. This should be expected and treated as a natural business occurrence. The idea of an alumni of an organization begins to come into play here: “That guy used to work for <insert company here>”. There’s a benefit in that: those best and brightest will be drawn to your organization and your reputation will permeate your market through former staff that are sought after because of how well you nurtured them. The Batman Hook All of this brings us back to Batman and his HR practice: when Dick decided he’d had enough of the Robin schtick, he quit and became his own…but he was always associated with Batman and people understood where his training had come from. To the Dark Knight’s credit, he continued training partners under the Robin brand. Luckily he didn’t have to worry about firing any of them (the ship sort of sails when you reveal a secret identity), although there was that unfortunate “quitting” of the second Robin when the Joker blew him up…but regardless, we see the Cravath system at work: bring in talent, expect great things, and be ok with whatever they decide for their careers. It’s an interesting way to approach HR, and luckily for us our business isn’t as dangerous or over-the-top as the caped crusader’s.

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  • Unique Business Value vs. Unique IT

    - by barry.perkins
    When the age of computing started, technology was new, exciting, full of potential and had a long way to grow. Vendor architectures were proprietary, and limited in function at first, growing in capability and complexity over time. There were few if any "standards", let alone "open standards" and the concepts of "open systems", and "open architectures" were far in the future. Companies employed intelligent, talented and creative people to implement the best possible solutions for their company. At first, those solutions were "unique" to each company. As time progressed, standards emerged, companies shared knowledge, business capability supplied by technology grew, and companies continued to expand their use of technology. Taking advantage of change required companies to struggle through periodic "revolutionary" change cycles, struggling through costly changes that were fraught with risk, resulted in solutions with an increasingly shorter half-life, and frequently required altering existing business processes and retraining employees and partner businesses. The pace of technological invention and implementation grew at an ever increasing rate, making the "revolutionary" approach based upon "proprietary" or "closed" architectures or technologies no longer viable. Concurrent with the advancement of technology, the rate of change in business increased, leading us to the incredibly fast paced, highly charged, and competitive global economy that we have today, where the most successful companies are companies that are good at implementing, leveraging and exploiting change. Fast forward to today, a world where dramatic changes in business and technology happen continually, a world where "evolutionary" change is crucial. Companies can no longer afford to build "unique IT", nor can they afford regular intervals of "revolutionary" change, with the associated costs and risks. Human ingenuity was once again up to the task, turning technology into a platform supporting business through evolutionary change, by employing "open": open standards; open systems; open architectures; and open solutions. Employing "open", enables companies to implement systems based upon technology, capability and standards that will evolve over time, providing a solid platform upon which a company can drive business needs, requirements, functions, and processes down into the technology, rather than exposing technology to the business, allowing companies to focus on providing "unique business value" rather than "unique IT". The big question! Does moving from "older" technology that no longer meets the needs of today's business, to new "open" technology require yet another "revolutionary change"? A "revolutionary" change with a short half-life, camouflaging reality with great marketing? The answer is "perhaps". With the endless options available to choose from, it is entirely possible to implement a solution that may work well today, but in 5 years time will become yet another albatross for the company to bear. Some solutions may look good today, solving a budget challenge by reducing cost, or solving a specific tactical challenge, but result in highly complex environments, that may be difficult to manage and maintain and limit the future potential of your business. Put differently, some solutions might push today's challenge into the future, resulting in a more complex and expensive solution. There is no such thing as a "1 size fits all" IT solution for business. If all companies implemented business solutions based upon technology that required, or forced the same business processes across all businesses in an industry, it would be extremely difficult to show competitive advantage through "unique business value". It would be equally difficult to "evolve" to meet or exceed business needs and keep up with today's rapid pace of change. How does one ensure that they do not jump from one trap directly into another? Or to put it positively, there are solutions available today that can address these challenges and issues. How does one ensure that the buying decision of today will serve the business well for years into the future? Intelligent & Informed decisions - "buying right" In a previous blog entry, we discussed the value of linking tactical to strategic The key is driving the focus to what is best for your business, handling today's tactical issues while also aligning with a roadmap/strategy that is tightly aligned with your strategic business objectives. When considering the plethora of possible options that provide various approaches to solving today's complex business problems, it is extremely important to ensure that vendors supplying those options, focus on what is best for your business, supplying sufficient information, providing adequate answers to questions, addressing challenges, issues, concerns and objections honestly and openly, and focus on supplying solutions that are tailored for, and deliver the most business value possible for your business. Here are a few questions to consider relative to the proposed options that should help ensure that today's solution doesn't become tomorrow's problem. Do the proposed solutions: Solve the problem(s) you are trying to address? Provide a solid foundation upon which to grow/enhance your business? Provide tactical gains that align with and enable your strategic business goals/objectives? Provide an infrastructure that can be leveraged with subsequent projects? Solve problems for the business overall, the lines of business, or just IT? Simplify your current environment Provide the basis for business: Efficiency Agility Clarity governance, risk, compliance real time business visibility and trend analysis Does your IT staff have the knowledge/experience to successfully manage the proposed systems once they are deployed in production? Done well, you will be presented with options tailored to your business, that enable you to drive the "unique business value" necessary to help your business stand out from others, creating a distinct competitive advantage, delivering what your customers need, when they need it, so you can attract new customers, new business, and grow top line revenue, all at a cost that provides a strong Return on Investment/Return on Assets. The net result is growth with managed cost providing significantly improved profit margin and shareholder value.

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  • Got an idea for an application, but part of it is patented, any suggestions?

    - by tekiegreg
    Hi there, so I've been working on developing an idea for an application that I think has the potential to be successful, however after some initial research I've discovered that at least part of my ideas are covered by a patent out there, the patent in particular is held by a really large company (I don't want to give away specifics for fear I'd draw their attention for sure). I'm debating a few options: 1) Develop patents around my ideas that don't conflict and maybe approach the company in question for a license exchange 2) Just approach them for a license outright 3) Just develop around it anyways and hope for the best :-p What have other people done in these situations? Are companies generally willing to grant patent licenses? Are they willing to grant them at reasonable prices? Thoughts?

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  • Selling Visual Studio ALM

    - by Tarun Arora
    Introduction As a consultant I have been selling Application Lifecycle Management services using Visual Studio and Team Foundation Server. I’ve been contacted various times by friends working in organization telling me that ALM processes in their company were benchmarked when dinosaurs walked the earth. Most of these individuals already know the great features Microsoft ALM tools offer and are keen to start a conversation with the CIO but don’t exactly know where to start. It is very important how you engage in your first conversation, if you start the conversation with ‘There is this great tooling from Microsoft which offers amazing features to boost developer productivity, … ‘ from experience I can tell you the reply from your CIO would be ‘I already know! Our existing landscape has a combination of bleeding edge open source and cutting edge licensed tools which already cover these features quite well, more over Microsoft products have a high licensing cost associated to them.’ You will always find it harder to sell by feature, the trick is to highlight the gap in the existing processes & tools and then highlight the impact of these gaps to the overall development processes, by now you would have captured enough attention to show off how the ALM tooling offered by Microsoft not only fills those gaps but offers great value adds to take their development practices to the next level. Rangers ALM Assessment Guide Image 1 – Welcome! First look at the Rangers ALM assessment guide Most organization already have some processes in place to cover aspects of ALM. How do you go about proving that there isn’t enough cover in place? This is where Visual Studio ALM Rangers ALM Assessment guide can help. The ALM assessment guide is really a tool that helps you gather information about Development practices and processes within a customer's environment. Several questionnaires are used to identify the current state of individual development lifecycle areas and decide on a desired state for those processes. It also presents guidance and roll-up summaries to help with recommendations moving forward. The ALM Rangers assessment guide can be downloaded from here. Image 2 – ALM Assessment guide divided into different functions of SDLC The assessment guide is divided into different functions of Software Development Lifecycle (listed below), this gives you the ability to access how mature the company is in different areas of SDLC. Architecture & Design Requirement Engineering & UX Development Software Configuration Management Governance Deployment & Operations Testing & Quality Assurance Project Planning & Management Each section has a set of questions, fill in the assessment by selecting “Never/Sometimes/Always” from the Answer column in the question sheets.  Each answer has weightage to the overall score. Each question has a link next to it, clicking the link takes you to the Reference sheet which gives you more details about the question along with a reason for “why you need to ask this question?”, “other ways to phrase the question” and “what to expect as an answer from the customer”. The trick is to engage the customer in a discussion. You need to probe a lot, listen to the customer and have a discussion with several team members, preferably without management to ensure that you receive candid feedback. This reminds me of a funny incident when during an ALM review a customer told me that they have a sophisticated semi-automated application deployment process, further discussions revealed that deployment actually involved 72 manual configuration steps per production node. Such observations can be recorded in the Issue Brainstorming worksheet for further consideration later. It is also worth mentioning the different levels of ALM maturity to the customer. By default the desired state of ALM maturity is set to Standard, it is possible to set a desired state by area, you should strive for Advanced or Dynamic, it always helps by explaining the classification and advantages. Image 3 – ALM levels by description The ALM assessment guide helps you arrive at a quantitative measure of the company’s ALM maturity. The resultant graph plotted on a spider’s web shows you the company’s current state of ALM maturity and the desired state of ALM maturity. Further since the results are classified by area you can immediately spot the areas where the customer needs immediate help. Image 4 – The spiders web! The red cross icons are areas shouting out for immediate attention, the yellow exclamation icons are areas that need improvement. These icons are calculated on the difference between the Current State of ALM maturity VS the Desired state of ALM maturity. Image 5 – Results by area Conclusion To conclude the Rangers ALM assessment guide gives you the ability to, Measure the customer’s current ALM maturity level Understand the ALM maturity level the customer desires to achieve Capture a healthy list of issues the customer wants to brainstorm further Now What’s next…? Download and get started with the Rangers ALM Assessment Guide. If you have successfully captured the above listed three pieces of information you are in a great state to make recommendations on the identified areas highlighting the benefits that Visual Studio ALM tools would offer. In the next post I will be covering how to take the ALM assessment results as the base to actually convert your recommendation into a sell.  Remember to subscribe to http://feeds.feedburner.com/TarunArora. I would love to hear your feedback! If you have any recommendations on things that I should consider or any questions or feedback, feel free to leave a comment. *** A special thanks goes out to fellow ranges Willy, Ethem and Philip for reviewing the blog post and providing valuable feedback. ***

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  • Welch's Juices-up Its Inventory Management with Oracle Supply Chain

    - by [email protected]
    Supply & Demand Chain Executive published recently a great success story about Welch's implementation of "Take Supply Chain and G.SI to work with Oracle Process Manufacturing". The company says it's been able to improve operational control, inventory accuracy, visibility and order fulfillment by automating its processes across three production/warehousing locations nationwide. Improving warehouse and inventory management operations creates efficiencies across a high-velocity nationwide supply chain Welch's production facilities were collecting more information than ever before on the flow of materials and inventory, but the company needed an effective and accurate method to organize and manage these data.   Article found at: http://www.sdcexec.com/publication/article.jsp?pubId=1&id=12256&pageNum=2     

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  • Welch's Juices-up Its Inventory Management with Oracle Supply Chain

    - by [email protected]
    Supply & Demand Chain Executive published recently a great success story about Welch's implementation of "Take Supply Chain and G.SI to work with Oracle Process Manufacturing". The company says it's been able to improve operational control, inventory accuracy, visibility and order fulfillment by automating its processes across three production/warehousing locations nationwide. Improving warehouse and inventory management operations creates efficiencies across a high-velocity nationwide supply chain Welch's production facilities were collecting more information than ever before on the flow of materials and inventory, but the company needed an effective and accurate method to organize and manage these data.   Article found at: http://www.sdcexec.com/publication/article.jsp?pubId=1&id=12256&pageNum=2     

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  • Welch's Juices-up Its Inventory Management with Oracle Supply Chain

    - by [email protected]
    Supply & Demand Chain Executive published recently a great success story about Welch's implementation of "Take Supply Chain and G.SI to work with Oracle Process Manufacturing". The company says it's been able to improve operational control, inventory accuracy, visibility and order fulfillment by automating its processes across three production/warehousing locations nationwide. Improving warehouse and inventory management operations creates efficiencies across a high-velocity nationwide supply chain Welch's production facilities were collecting more information than ever before on the flow of materials and inventory, but the company needed an effective and accurate method to organize and manage these data.   Article found at: http://www.sdcexec.com/publication/article.jsp?pubId=1&id=12256&pageNum=2     

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  • Marketing iOS games (and other mobile platforms)

    - by MrDatabase
    I'd like to market my existing and/or upcoming mobile games. Specifically I want to have a "revenue sharing" agreement w/ the "marketing company"... i.e. I don't want to pay anything up front... and I'm will to give the marketing company a sizable chunk of the revenue (say up to 50%). Is a publisher the only entity that does this? Or do marketing companies exist that would be interested in this type of arrangement?

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  • Advices and strategies for browser compatibility on web applications into a corporate environment

    - by TiagoBrenck
    With the new CSS 3 and HTML 5 tecnology, the web applications gained a lot of new tools for a better UI(user interface) interaction, beautifull templates and even responsive layout to fit into tablets and smartphones. Within a corporate environment, those new tecnologies are required so the company can "follow" the IT evolution and their concurrent, but they also want that those new web applications supports old browsers. How to deal with this situation? By one side we are asked to follow the news and IT evolutions, create responsive layouts and use a lot of cool jQuery's plugins. And by the other side, we are asked to support old browsers that doesn't support those new responsive features, plugins or components. I would like advices and strategies to create "modern" web applications that are also supported on old browsers. How does your company deal with this situation? Is it possible to have the same web application running good and beauty on old browsers, and responsive, interactive on actual browsers?

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  • Is it okay to be generalist?

    - by Londoner
    I work at a ~50 employee company (UK), where all the technical people do a bit of everything. Specialising in anything for very long (6 months) is discouraged. For example, last week, I built a new Debian webserver, refactored some Perl, sat on a sales phone call, did a tape backup, reviewed code, built and deployed an RPM, gave opinions about x, y, z... With such a work scheme, I have gained a general knowledge how many things work, and pretty specific knowledge. I maybe program for 5 hours a week, despite officially being a developer. Does anyone else work like this, (or is this company unique)? Is it a problem to have skills developed in this way? (i.e. know a bit about everything in a certain domain, rather than know everything about say, one programming language?) Is it okay to be a generalist?

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